|
Introduction
There
is a famous anecdote of Akbar and Birbal, the famous King-Minister
duo of 15th century Indian history . Once King Akbar got angry
with Birbal. He ordered that Birbal should be executed . Naturally
Birbal got worried . He tried to get pardon in several ways
but King was firm-- No pardon.! So Birbal called a friend
and requested "Go to King and make a proposal !".
"What kind of proposal.?" friend was amused. Birbal
replied, "Tell the King that I would train his favorite
horse to fly in 12 months -- and he should pardon me in exchange..".
The friend shrieked "Are you crazy! How would you make
a horse fly even if the King agrees ?" Birbal chuckled
" Oh No, no ! You did not quite get me. You see: what
do I lose anyway ? In the next 12 months , the King may die
--good chance of getting pardon from the successor ! or in
next 12 months , the horse may die -- I get another horse
and another twelve months . Or in next twelve months , I may
die ---in which case I need no pardon . Or who knows ,
may be in the next twelve months , the horse may somehow
learn to fly ! There is always a chance.................."
What
is the underlying message in this story? Pathetic perception
of people about Training ?....No!! This story, sarcastic as
it is, not only speaks of negative perceptions of people about
training but also about HR practices as such. "How....?"
Because, bluntly put, it is a fact that most people still
equate HR practices with merely training. They consider HR
Department as the one charting out training programs for employees
and doing unimportant (?) things like that.
The
great HR paradox:
This kind
of perception about HR could perhaps be tolerated about 10
years ago, when hardly anybody talked about HR strategies
in Industries or appreciated the concept.. But today, when
Human Resource Management has come to stand as a separate
field in the management profession itself and almost every
progressive industrial organization has an HR department,
one, probably can not find a better example of HR paradox
than this. I call it as "The Great HR Paradox"
acknowledging the importance of HR at one hand while summarily
undermining its efficacy at the other.. The question is: How
does one survive , surpass , succeed and thrive in such times
of paradox. I have attempted to answer this question in the
following pages with specific reference to HR practices.
To
begin with, Human Resource management, in the organizational
context, is a process by which the employees of an organization
are helped in a continuous planned way, to :acquire or sharpen
capabilities to perform various functions associated with
their present or expected future roles, develop their general
capabilities as individuals and discover and exploit their
own inner potentials for their own organizational development
purposes & develop an organizational culture in which
supervisor subordinate relationships , team work, and collaboration
among sub-units are strong and contribute the professional
well-being ,motivation and pride of employees.
I
conducted an extensive employee survey in two large Private
sector Indian organizations, namely TELCO ( an auto giant
) and ESSAR STEEL ( a Steel Giant) to find out the perception
of junior and middle level employees about various HR practices.
The survey results.(Appendix 1) show that at least three predominant
paradoxes related to HR practices, exist, namely :
- The
Training paradox
- The
Performance Appraisal paradox and
- The
Communication paradox
All
three are closely linked with each other and lead to organizational
success. A model is suggested which shows in form of a flow
chart how surviving these 3 paradoxes would lead to an organization
to greater success. I, take up these paradoxes, one by one
and discuss their one or two most important aspects with suggestions.
1. The
Training
All
three are closely linked with each other and lead to organizational
success. A model is suggested which shows in form of a flow
chart how surviving these 3 paradoxes would lead to an organization
to greater success. I, take up these paradoxes, one by one
and discuss their one or two most important aspects with suggestions.
1. The
Training
1. The
Training Paradox:
There
is no denying the fact that the demand for training and re-training
in organizations is at its peak and growing. Several key factors
that drive this need are the dawn of newer and newer technologies,
an ever-expanding international market place for goods and
services and cut-throat competition for markets etc. But quite
surprisingly, this is also a fact that training budgets are
shrinking or at least not increasing in the proportion of
the organization growth. Companies want training departments
to help them answer today’s challenges- but to do it
on a bare bones budget. This is what I term as "Training
paradox".
In
such a scenario, when the requirements for training are plenty
but budget is minimal, providing training becomes a difficult
task. "But not impossible": Here are a few ideas
for cutting back on costs while still moving forward with
high-quality training:
- The
first and foremost: identify and assess the correct training
needs. Sending employees on unnecessary and expensive trainings
is just a waste.
- Do
not overlook the local training providers as a cost saving
resource. Do not run after "big training providers".
- Do
negotiate the high costs in case of out-sourcing. Save every
penny as far as you can.
- Explore
the newer ways of training. Explore in-house training providers.
- Consider
Computer as the potential source: Never forget that Net
is free.
- Consider
offering training in partnership with local giant organizations.(for
small industries)
- Use
experts expertly. Ensure that training program is used to
maximum extent.
- Emphasize
training of new recruits.
- Consistently
evaluate training effectiveness. Consistent improvement
is a must.
- Create
an attitudinal change in workers on the relevance of training
2.
The Performance Appraisal paradox:
Performance
Appraisal has been regarded as a necessary evil. All the books
say that a company should have a performance appraisal system,
employees often express the desire for one and businessmen
are keen to find out about them. Why then is performance appraisal
one of the areas of management most commonly complained about
by employees and managers alike? This, probably summarizes
what I mean by "Performance Appraisal Paradox".
The
major mistake made by companies is the failure to recognize
what constitutes a performance appraisal system. It certainly
is not just about a set of forms that must be completed by
various individuals. Nor is it just an opportunity to have
an annual chat with the boss to ‘get it all off your
chest’. Individual performance appraisal is in many organizations
an undisputed fact of life, a supposedly necessary tool for
a healthy business.
Among
the commonly raised complaints about a PA system is the role
played by appraiser’s subjectivity. It is necessary to
understand the impact of such subjectivity in appraisal on
an employee., especially when he is appraised negatively just
because his appearance is not liked by the boss or if he does
not necessarily subscribe to boss’s political ideology
or if he belongs to the color/religion/caste not liked by
the boss.......The list is endless. The point is :this kind
of partial Performance Appraisal ,ignoring one’s on -the-job
performance , tears his confidence and motivation apart.
I
contend that no matter, howsoever objective Performance Appraisal
system is developed, employees would still complain about
subjectivity. However, the frustration among employees that
follows the appraisal results can be minimized to a great
extent with help of free and frank communication.
I
suggest that the appraiser should convene an open meeting
with the appraisees to discuss the performance of all employees
before, during and after PRD. In such meetings, everyone should
be encouraged to comment on each other’s achievements
and areas requiring improvement. The idea behind proposing
such a meeting is that an appraiser should be given a chance
to tell the truth and reality behind the curtains to his subordinates.
If he is confident that he has been fair and objective while
appraising, why not tell and take others in confidence about
what has made him rate the subordinates the way he has done?
Also, there is a strong possibility that subordinates themselves
would come to a consensus as on who is the most eligible of
them all to be promoted and why there can not be more than
a specific no of promotions.
Would
this change help us survive the "PA paradox"?? Yes!
I believe because, with this open flow of thoughts, employees
would regain faith in a PA system, their satisfaction then
leading to better organizational performance.
3.
The communication paradox:
A
very common observation that I found, is that Line managers
do not believe they benefit from HR department. While many
studies have confirmed that effective HR practices strengthen
managers’ communications with employees and can facilitate
their growth. In turn, these improvements strengthen motivation
and productivity. This is the Communication paradox.
Managers
and their subordinates feel a number of conflicts within their
routine activities. While, we all need and want to know "how
we are doing" in respect to previous personal performance,
we are often sensitive to our own and others’ biases.
The ambiguities of observation and the politics of blame can
undermine the relationships upon which effective service depends.
We are, also painfully reluctant to deal with criticism that
impacts on self-esteem. Mission statements, through which
organizations express their values, bear witness to importance
of such sensitivities. They usually not only articulate the
organization’s quest for excellence but also affirm each
employee’s importance in pursuing it.
The
Role of a HR manager doesn’t end at merely administering
a routine Performance Appraisal exercise twice a year and
afterwards go in a deep slumber. I contend that there is a
lot more that can be done. A HR manager is link between the
organizational goals and the line employees. The connecting
link is HR strategy, which emanates from business strategy.
HR professionals can play a pivotal role in facilitating productivity
relationships between managers and employees. A HR manager
keeping a "big picture" in mind can help managers
hire the best people, retain them and train them effectively.
The HR dept. can set this new agenda in 4 ways:
- Redefine
the manager’s job
- Redefine
the way work is done,
- Do
more in-line coaching and less class room training and
- Institute
a genuine Feedback system
Conclusion:
The
whole approach towards HRM has undergone a sea change over
the years and is continuing to do so. In the initial stages,
HRM, guided by humanistic considerations, was seen as a philosophy
that development of people in an organization is a prime responsibility
of management. This approach took the view that human beings
should not be seen as a resource rather employee development
is the responsibility of the employer.
Over
the years, emerged a modified: partly humanistic and partly
business oriented approach. which regards development of people
as the most important asset for improving performance of the
organization. In this respect the emphasis shifted to developing
roles, role relationships, appraisal systems, training, job
design and the like. The idea was that HRM is important for
the growth of the Organization and is a good investment for
the future.
I
contend that, In the coming years, HR strategy would have
to become more aligned with business strategy. . It would
have to be so designed that it identifies persons who will
move to higher positions and groom them for future careers.
The high performers would have to be given special consideration
This approach holds the assumption that the corporate future
is important and special care has to be taken to groom those
who will assume leadership roles.
A
Suggested Model for successful HR strategy
Appendix
1
A
Survey questionnaire
Name________________
Orgn. / Designation __________________ Date _______________
Instructions
for filling up the questionnaire :
1: Strongly
disagree , 2: Moderately disagree 3: No firm opinion 4: Moderately
agree 5 : Strongly agree
|
Sr.
|
The attribute
|
Response
|
| |
|
|
| |
The
HR department |
|
| 1 |
Do
you think that HR dept. is taken seriously in your organization |
1
2 3 4 5 |
| 2 |
Do
you think that HR dept. is required /necessary |
1
2 3 4 5 |
| 3 |
What
do you think is the job of HR guys |
1
2 3 4 5 |
| 4 |
Do
you think that HR dept. does not help in organization
success |
1
2 3 4 5 |
| 5 |
Any
other suggestions |
|
| |
|
|
| |
The
Performance Appraisal System |
|
| 1 |
Do
you think "Performance Appraisal is required / necessary |
1
2 3 4 5 |
| 2 |
Do
you believe that PA form in your company is well designed
|
1
2 3 4 5 |
| 3 |
Does
it cover all the relevant points |
1
2 3 4 5 |
| 4 |
Is
PA taken seriously in your department |
1
2 3 4 5 |
| 5 |
Do
you think subjectivity plays an important role in assessment |
1
2 3 4 5 |
| 6 |
Do
you believe that PA achieves its objectives |
1
2 3 4 5 |
| 7 |
Should
PA system be scrapped |
1
2 3 4 5 |
| 8 |
Any
other suggestions |
|
| |
|
|
| |
The
Training System |
|
| 1 |
Do
you think "Training" for everyone is required
/ necessary |
1
2 3 4 5 |
| 2 |
Are
"Training programs in your company well designed
|
1
2 3 4 5 |
| 3 |
Were
you sent for all the training programs which were identified |
1
2 3 4 5 |
| 4 |
Is
"Training" taken seriously in your department |
1
2 3 4 5 |
| 5 |
Has
the training budget increased over the years proportionately |
1
2 3 4 5 |
| 6 |
Do
you think that training programs conducted are effective |
1
2 3 4 5 |
| 7 |
Any
other suggestions |
|
| |
|
|
| |
Communication
effectiveness |
|
| 1 |
Do
you think "effective communication" is a must. |
1
2 3 4 5 |
| 2 |
Do
you think that "communication" is effective
in your dept. |
1
2 3 4 5 |
| 3 |
Do
you fulfill your role in this regard religiously |
1
2 3 4 5 |
| 4 |
Do
your superiors pass on all relevant information to you. |
1
2 3 4 5 |
| 5 |
Any
other suggestions |
|
| |
|
|
Methodology:
This survey
questionnaire was administered to 40 junior and middle level
executives (20-20) of both the organizations.
References:
- Rao,T.V.,
"Readings In Human Resource Development", Oxford
and IBH Publishing Co., New Delhi 1991, p. 27
- Callahan,
Madelyn,R. "Training on a shoestring", Development
Journal (STD), Vol. 49, Issue 12, December 1995, p. 18-23
- Peter
Scholtes, "An Elaboration on Deming’s Teachings
on Performance Appraisal"., Madison, Joiner Associates,1987,
p. 31
- Stan
Lester, "Appraising the Performance Appraisal",Journal
of Training and Development" November 1993, p 11
- Daniel
Jones,"Paying for satisfaction",HR Focus,Vol.73,issue
6,June 96,p 10-11
- Sam
Burke,"Who is minding the middle manager",HR
Focus, Vol.73,issue 10,Oct 96,p 12-13
- Sinha,
Dharni P.et al, "Aligning Human Resource Processes
: Challenges of development"
|
